Executive
Coaching with
Backbone and Heart
A Systems Approach to Engaging Leaders with Their Challenges
Excerpt from
CHAPTER NINE
Making a Strategic Transition to the Role of Executive Coach
This chapter is for those of you who
are organizational consultants and trainers and who want to move more
into the role of executive coach from where you are right now. This
assumes that you have the necessary traits of an executive coach
--those that have been explored in the book-- such as the following:
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You hold a systemic perspective.
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You have a strong sense of self. You are not intimidated
by people in positions of authority.
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You are business and results focused.
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You can move conversations from the global to the
specific.
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You can give immediate feedback.
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You are equally able to support and challenge.
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You have a sense of humor about human foibles.
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You can let others create their own successes and
mistakes.
Typical questions and dilemmas
people have in making this transition include the following:
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What do I do when I have a leader who doesn't know
how to use me as a coach?
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How do I start from where I am now? How do I create
an opportunity?
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What if the leader has a completely different map
for change and my role within that change?
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How do I deal with the leader's resistance to spending
time on coaching?
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How do I get the leader to see me differently?
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How can I ensure the leader has a first successful
experience of me as her coach?
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How do I deal with an "inadequate" or weak
leader?
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How can I help the leader to see my coaching role
as leverage for her to reach greater effectiveness?
Chapter Nine outlines an approach you can take to move
more into an executive coaching role when the leader with whom you work
only sees you in the other organizational positions.
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